Stressful times call for special measures

Every year, 13.5 million work days are lost to stress. It is the leading cause of long-term absence in the public sector and is recognised as a major cause of staff illness.

The sixth National Stress Awareness Day will take place on 5 November, and this year's theme is "We can all do something about stress." What can we do in housing?

Employers have a legal duty to ensure that staff do not suffer illness as a result of their work, but we all need to know what stress is and how to recognise its symptoms.

It can be a positive force, motivating people and improving performance. But when there is excessive pressure placed on people for long periods, problems begin.

The symptoms of stress may include headaches, increased heart rate, high blood pressure and nausea, behavioural problems such as difficulty sleeping, aggression, eating disorders and excessive drinking, and emotional effects such as anxiety, depression and low self-esteem.

It is important that sources of stress are identified. Common culprits are having too much work to do, working too many hours, not having a clear job description or the support of colleagues and managers.

With the Health & Safety Executive becoming more willing to flex its muscles in this area (HT 8 August, page 8), strong stress management policies are important not only to protect staff but also to safeguard organisations from future legal action.

A stress audit helps associations to survey employee stress levels and identify key risk factors and high-risk groups. An audit allows employees to report concerns anonymously, so organisations can plan stress prevention and reduction policies accurately.

Once sources of stress are identified, managers can liaise with staff to restructure workloads and increase employee skills for dealing with stressful events. The HSE has issued standards focusing on six common areas: demands, control, support, role, relationships and change. Managers would not go far wrong if they concentrated their stress reduction efforts on these subjects.

For example, if staff feel that too much is demanded of them, setting realistic deadlines, providing adequate training and allowing regular breaks will help. It is also important to train staff in areas such as time management and assertiveness, as well as encouraging them to look after their health, perhaps by encouraging the use of relaxation techniques and exercise.

A proactive stress management policy will pay dividends, leading to cost savings through lower staff turnover, less absence and sickness, and increased performance.

We really can all do something about stress: management and staff need to understand that they both play a part.